the strategic mkt concept 2011
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El Concepto de MarketingEstratgico
5. Semestre
MBA Hctor Lpez Zatarain
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The Strategic Marketing Concept
But First
What is marketing?
Marketing is an organizational function and a set of processes forcreating, communicating, and delivering value to customers and for
managing customer relationships in ways that benefit the organizationand its stakeholders.1
Marketing is about creating long & lasting relations with your customer(a win-win deal) 2
Marketing is the process of inspiring people to buy/use a
product/service 3
Is the science of understanding the consumer preferences and the waythey choose products in order to create a profitable and long lastingrelationship with our brand. 4
1: Phillip Kotler2: Jordana Aguilar
3: Vincent Theunissen4: Diego Herrera & Hctor Lpez Zatarain
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What is Marketing?
ting, and delivering value to customers and for man
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Key Questions
1. How can I identify and choose the right marketsegments?
2. How can I be different from my competition?
3. How can I react to those customers that buy based only
on price?
4. How can I compete with those companies with lowercosts and cheaper prices?
5. How far should we go to customize our offer to each
customer?6. How can we make our business grow?
7. How can we create stronger brands?
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Case Analysis
LEXUS
PLAYSTATION
DISTROLLER
ANDARES
PIPIOLO
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Marketing Strategic Role
It is to follow reference marketing evolutionand to identify the different products/marketsand segments (both actual and potential),
based on an analysis of the different needsto find.
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Marketing Management Tasks
Developing marketingstrategies
Capturing marketinginsights
Connecting withcustomers
Building strong brands
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Marketing Management Tasks
Shaping marketofferings
Delivering value
Communicating value
Creating long-termgrowth
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Definion of Strategy
But wait!!!!
What is an strategy?
Series of actions very well though focus in an specificgoal1
a word of military origin, refers to a plan of actiondesigned to achieve a particular goal
1: Diccionarios.com
http://en.wikipedia.org/wiki/Militaryhttp://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Planhttp://en.wikipedia.org/wiki/Military -
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Components of a Strategy
1. Reach: Strategic dominium width: product lines, segments wherethe Company competes. Decisions that reflect the Companysmission.
2. Goals and Objectives: Should detail acomplishment limits in one ormore performance dimensions, such as volume growth, margincontribution or ROI.
3. Resource Deployment: Each organization has limited human andfinancial resources. The strategy must consider how thoseresources will be obtained and how should be distributed.
4. Competitive advantage sustainable identification: The strategymust specigy how the organization will compete in each busniess,market or product in its dominium. The Company should make aSWOT analysis facing competition.
5. Sinergy: Exists when a business, product market, resourcedeployment and skills complement and reinforce each other.
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What is a MKT Audit?
Its a thorough, systematicand independentinvestigation about the mktenvironment, the company
objectives, its strategiesand efforts with thepurpose to identifyopportunities, problemsand to recommend plans
of actions to improve thecompanys mkt
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MKT Audit Characteristics
Thorough
Includes all companys departments, not just the ones with problems.
Systematic:
Follows an integral structure. It will define which plans of actions to solve theproblem to improve the companys efficiency.
Independent:
Autoaudit,
Top Management Audit,
Same level Audit,
Deparment Audit,
Workgroup special Audit,
External Audit
Periodic:
When its important, not just when its urgent.
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Audits
MKT Environment Audit
Goals and objectives Audit
Planning and control Audit
Organizational Audit Productivity Audit
MKT Activities Audit
What opportunities and threats of our current
circumstances will affect our present andfuture? (macro trends) How will they affect ourtarget market, competitors and channels?
How logical are the objectives of the company?How valid is our current strategy, given ourforecasts, including the actions of ourcompetitors?
Does the company have successful andaccurate information about customersatisfaction?
Is the structure of the Company adecuate forthe market in which we compete?
How profitable is each of our brands andproducts? How effective are our marketingefforts?
How efficiently do we reach the efforts of ourproduct line? How much do we meet the needsof our target market? Is our sales force bigenough? Is our advertising budget enough?
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Audits
Ethic Audit
Product Manager Audit
The company evaluates the MKTstrategies and efforts against bothinternal codes of ethics of thecompany. It is also the purpose of thisaudit if there is an Internal Code ofEthics, to know if it is communicatedand known by all levels of thecompany.
Mainly for consumer goods. Seeks todetermine if product managers aredevoting their efforts in the bestpossible way. It compares what theyare doing what they shouldbe doing.
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Competitive Environment
Who are our main competitors?
How much is their market share?
How is their brand structure?
How strong are their brands?
Which are the main obstacles to stop othersto enter this market?
What is their competitive advantage?
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Environment Evolution
Economic Environment
Technologic Environment
Socio economic and cultural Environment
Political Environment
International Environment
Ecological Environment
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Company Orientations
Production
Product
Selling
Marketing
Marketing holistic orientation
CRMMarketing 360
Internal Marketing
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Differences between Product Orientedand MKT Oriented Companies
Business Product Orientation MKT Orientation
Product Offering The Company sells what it canproduce; primary focus on performance
and cost.
The Company produce what it can sell;primary focus on customer needs and
market opportunities.
Product Line Thin Wide
Price allocation Based on production
and distribution costs.
Based on perceived benefits.
Research Technical research; focus on productimprovement and production process
reduction.
Market research: focus on newopportunities identification and obtain
new tehcnology for customersatisfaction.
Packaging Minimize costs,maximize production.
Customer comfort; promotional tool.
Credit Minimize losses for bad customers Customer service, tool to attract clients
Promotion Focus on product, quality and pricecharacteristics
Emphasis on product benefits or tosolve customer needs
Wh ill i h
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What we will see in the
futureLess marketing department and more holistic mktLess mkt investment and more marketing focus onprofitable investment.
Less intuitive mkt and more scientific mkt
Less "manual mkt" and more automatized mktLess massive mkt and more accurate mkt
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What are we going to need
High level of competence in:
CRM (Customer Relationship Management)
Effective associated MKT management.
Effective database analisys and MKT information.
Effective contact center and telemarketing management. Public Relations Marketing (including events and
sponsorships).
Branding and brand value management.
Experencial MKT. Integrated Marketing Communications (IMC)
Segments, clients and distribution channels profitanalysis.
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Corporate Planning Activities
Define corporate mission.
Establish SBUs
SBUs resource allocation
Take advantage of growth opportunities.
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The Strategic Planning, Implementation
and Control Process.
Planning
Corporatedivisionbusinessproduct
ImplementationOrganizationimplementation
Control
Measure results diagnose results takecorrective actions
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Correct Mission Statements
Focused in a limited number of objectives.
Determine main politics and values.
Defines major competitive spheres.
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Rubbermaid Commercial Products, Inc.
Our vision is to be the Global Market ShareLeader in each of the markets we serve. We
will earn this leadership position byproviding to our distributor and end-usercustomers innovative, high-quality, cost-
effective and environmentally responsibleproducts. We will add value to these products
by providing legendary customer servicethrough our uncompromising Commitmentto Customer Satisfaction.
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Motorola
The purpose of Motorola is to honorablyserve the needs of the community by
providing
products and services of superior quality at afair price to our customers; to do this so as toearn an adequate profit which is required forthe total enterprise to grow; and by doing so,
provide the opportunity for our employees andshareholders to achieve their personal
objectives.
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eBay
We help people trade anything on earth.We will continue to enhance the onlinetrading experiences of all collectors,
dealers, small businesses, unique itemseekers, bargain hunters, opportunity
sellers, and browsers.
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Major Competitive Spheres
Industry
Products
Competence
MarketsegmentVerticalchannelsGeographic
al
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Dimensions that define a
business
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SBUs Characteristics
It is a single business or collection of relatedbusinesses
It has its own set of competitors
It has a leader responsible for:
Strategic planning
ProfitabilityEfficiency
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SBU Planning Process
Business Mission
SWOT Analysis
Objectives Formulation
Strategy Formulation
Program Formulation
Implementation Feedback and control.
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SWOT Analysis
Strenghts
Weaknesses
Oportunities
Threats
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Strategic Declaration
General Cost Leadership: Thebusiness is focused in reducingproduction costs to have lowerprices than its competitors andto obtain an important marketshare. Companies following this
strategy must have importanttechnological resources, buying,production and distributionsystems and less marketing(Texas Instruments).
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Strategic Declaration
Diferenciation: Mainfocus is to obtain asuperior performance in aconsumer area. Thecompany should try to be
a customer service leader,quality leader, style leaderor technology leader, but itwill be unable to be totalleader (Apple)
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Strategic Declaration
Focused: The com The company focuses on one ormore small segments to know them deeply and then triesto obtain cost leadership or differentiation in thesesegments. (Smart)
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Market Opportunity Analysis (MOA)
Can the benefits involved in the opportunitybe articulated convincingly to a definedtarget market?
Can the target market be located andreached with cost-effective media and tradechannels?
Does the company possess or have access
to the critical capabilities and resourcesneeded to deliver the customer benefits?
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Goal Formulation and MBO
Requirements for using MBO
Units objectives must be hierarchical
Objectives should be quantitativeGoals should be realistic
Objectives must be consistent
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McKinseys Seven S Elements
1. Strategy
2. Structure
3. System
4. Style
5. Skills
6. Staff7. Shared Values
7
1
6
4
3
5
2
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BCG Portfolio Analysis
It is built around two criteria: growth rate of therelevant market and relative market share.
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Relative Market Share
Grow
thRatemarket
Strong Weak
High
Low
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BCG Portfolio Analysis
2 basic assumptions:
A high market share means a competitiveadvantage in terms of cost compared to
competition, and vice versa.
Being located in a growth market meanshigh cash flow, and vice versa.
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BCG Portfolio Analysis
Milk cows: They are products in a market withweak growth, but the company has a high relativemarket share, these units should provide asignificant cash flow and must be of low resourceconsumption. They are a source of finance tosupport the diversification and / or R & D. Thestrategic objective is to "harvest."
Dogs: These are products with a low relativemarket share in a market that age. Trying to
increase market share would reduce costs andwould not be profitable. The goal is to retiremodestly.
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BCG Portfolio Analysis
Question Marks: products with low market share in arapidly growing market that demands significant resourcesto finance growth. Despite its drawbacks for the leader,these products always have the possibility to increase theirmarket share. If they lack adequate financial resources.Dogs will quickly become over its life cycle. Its aim is "todevelop market share," or die.
Stars: Products are market leaders in their environment thatis high growth. Their activities require significant financialfunds to support its growth, but due to their competitiveadvantage, generate significant benefits and in time become
"dairy cows.
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BCG Portfolio Analysis
?
C
B
E
D
G
F
A
Relative Market Share
GrowthRatem
arket
Strong Weak
High
L
ow
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BCG Portfolio Analysis
?
Relative Market Share
GrowthRatemarket
Strong Weak
Hig
h
Low
R+D Disaster
Cash flowneeds
+
-
+ -Cash flow generation
Mediocre
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BCG Portfolio Analysis
Limited to volume industries
Does not consider external competitiveadvantages, only internal
May be difficult to measure
Recommendations might be, as much,,merely orientations.
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RMG Analysis
The 10 variables:
1. Monopoly and / or industry leadership
2. Customer Service
3. Communication Policy
4. Pricing Policy
5. Inadequate infrastructure
6. Willigness to change
7. Customer insight8. The importance of competition
9. Customer Loyalty
10.Abuse of product market presence.
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Anlisis RMG
Position Objective Actuacin
Ravine Get out Absolute revision
Wall Climb Restructure
Seed Till Adecuate Needs
Valley Strive Continue improving
Peak Mantain Poise
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Anlisis RMG
Choosing Attractive
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Choosing Attractive
Market Segments
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Anlisis General Electric
Atractivodel Mercado
Posicin Competitiva de la Empresa
Dbil Moderado Fuerte
Bajo
Mediano
Alto
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MKT Immutable laws
11. Law of Perspective. The effects of marketing are visible in the long term.12. Law of Line Extension. There is an irresistible pressure to extend the brand value.
13. Law of Sacrifice. Must necessarily give one thing to get another.
14. Law of Attributes. For each attribute there is an opposite, equally effective.
15. Law of Candor. When you admit a negative, the potential client will be granted inexchange for something positive.
16. Law of Singularity. In each situation, only one move will produce substantial results.17. Law of Unpredictability. Unless you write the plans of their competitors, you can not
predict the future.
18. Law of Success. Success usually precedes the arrogance, and arrogance to failure.
19. Law of Failure. The failure must be expected and accepted.
20. Law of Hype. Often, the situation presents a different form as published in the press.
21. Law of Acceleration. Successful plans are not built on news, but trends.22. Law of Resources. Without adequate funding, no idea will get off the ground.
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